By Nuclear Energy Agency. Committee on the Safety of Nuclear Installations
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Additional info for CSNI specialist meeting on operator training and qualifications. Volume 2
Keegan and J. R. Turner’s study of 19 project-based firms, for example, the authors found that it was “common throughout the study for respondents to list impressive practices in place to facilitate organizational learning, and then at the very end to state they do not work, or are not used, because of the time pressures on those people whose learning is the focus of these systems” (p. 91). DEFENSIVE ROUTINES Indeed, it may not be simply a lack of time that limits systematic learning, but rather defensive routines that arise from red-light learning.
Not only do project organizations face the challenge of changing internal and external conditions, but they are under pressure to continually improve performance, increase productivity, reduce costs, and trim timelines from one phase of a project to the next and from one project to the next. This is especially true for organizations that generate revenue solely from the delivery of projects and programs to external customers, such as those firms in the outsourcing, consulting, engineering, software development, and construction industries.
Issues may go unaddressed or avoided, creating abrupt surprises, blowups, or “fire drills” that trigger a red light on the “traffic light” reporting system for project status ( Julian, 2008a). In these situations, project teams are hastily assembled so that senior managers can find out what went wrong; this creates an environment riven by political infighting, threats to individuals’ jobs and career prospects, “blamestorming,” and avoidance of the “truth” for fear of reprisals by managers or peers.
CSNI specialist meeting on operator training and qualifications. Volume 2 by Nuclear Energy Agency. Committee on the Safety of Nuclear Installations